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Interm Living#Leon Taufani0031 - Three objectives for...

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Unformatted text preview: '- Three objectives for orientation 8 /Training and Development them to hit the road. After 20 months of analysis and design, UPS opened Integrad in 2007 in Landover, Maryland. The $5.5 million 11,500-square—foot learning facility has revolu— tionalized how UPS trains its drivers. The Integrad learning lab offers many different deliv- ery methods including online learning, 3-D models, podcasts, videos, hands-on learning, and classroom methods. Aspiring UPS drivers must complete a 21-hour precourse before attending the 46—hour learning lab in MD. The program is so successful in terms of quality, production, safety, and business development that UPS has already had phone calls from other organizations that want to come and benchmark them. ‘4‘ In Europe, employers are also recognizing that they need to prepare the next genera— tion of workers for employment as well as try to keep some of the older workers from leaving. Still, the latest research finds many organizations failing to prepare for the wave of departing workers and their less-experienced replacements. Lifelong learning initiatives such as workplace training, technical skills transfer, and training outside the office were rated as highest in Britain compared to France, Spain, Germany, and Italy. In India, “finishing schools” are gaining in popularity as a way to help new college graduates learn workplace fundamentals (e.g., arriving on time, dressing appropriately, learning listening skills).142 Most firms provide some type of employee orientation where new employees are in- formed about their roles and responsibilities (i.e., what is expected of them) in an effort to ease their transition to the firm. The trend seems to be continuing as more firms have been placing their new employees in orientation programs to familiarize them with their super- visors and co-workers, the company policies and procedures, the requirements of their jobs, and the organizational culture. The intent is to increase an employee’s job satisfac- tion and to reduce turnover. Unfortunately, most of these programs are not properly planned, implemented, or evaluated. All too often new employees are given a brief intro- duction to the company and are then left to learn the ropes by themselves. Often this leads to feelings of confusion, frustration, stress, and uncertainty among new employees. In fact, job satisfaction is often related to an employee’s orientation. If employee dissatisfac- tion leads to turnover, this can be quite costly for the firm. For example, at Merck & Com— pany, turnover costs have been estimated to range from 1.5 to 2.5 times the annual salary paid for a job.143 Generally, the objectives of an employee orientation program are threefold: (l) to assist the new employee in adjusting to the organization and feeling comfortable and positive about the new job; (2) to clarify the job requirements, demands, and performance expecta- tions; and (3) to get the employee to understand the organization’s culture and quickly adopt the organization’s goals, values, and behaviors. A Realistic Orientation Program for New Employee Stress (ROPES) has been suggested as the model. Employees would be given realistic information about the job and the organization, general support and reassur- ance from managers, and help in identifying and coping with the stresses of the job. This should reduce turnover of new employees, resulting in savings for the company.144 Most orientation programs consist of three stages: (1) a general introduction to the organiza— tion, often given by the HR department; (2) a specific orientation to the department and the job typically given by the employee’s immediate super‘n'sor; and (3) a follow—up meeting to verify that the important issues have been addressed and employee questions have been answered. This follow—up meeting usually takes place between a new employee and his or her supervisor a week or so after the employee has begun working. A follow-up meeting is very important because often new employees may feel uncomfortable seeking out a supervisor regarding any questions they face. A supervisor or a human resources representative should meet with the employee to be sure that he or she is effectively “learning the ropes” of the organization. The orientation program used by the Disney Corporation for employees of Walt Disney World in Orlando, Florida, follows this multiple-stage format in most respects. Individuals begin their employment by attending a one-day program, “Disney Traditions II,” which describes the history of the organization and the values of the culture. On this first day, employees are also taken on a tour of the facilities. On the second day, they are provided with descriptions of the policies and procedures. The third day, OJ T begins with an assigned buddy who is an 281 ...
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